Corporate Business and Capitalist ClassesOUP Oxford, 1997 M02 6 - 382 páginas Large multinational corporations shape our lives to an enormous extent. How is the growth, power, and significance of big business to be explained and understood? Focusing on the issues of ownership, control, and class formation, Corporate Business and Capitalist Classes explores the implications of changes in the nature of big business, which affect both the businesses themselves, and the economic and political milieu in which these multinationals operate. Up-to-date empirical evidence is reviewed in a wide-ranging comparative framework that covers Britain and the United States, Germany, France, Japan, and many other societies, including emerging forms of capitalism in China and Russia. Unlike other specialist texts in the area, Corporate Business and Capitalist Classes relates its concerns to issues of social stratification and class structure. The first and second editions of the book (under the title Corportations, Classes and Capitalism) were enthusiastically received, and the present edition reviews new theoretical ideas and empirical evidence that has emerged in the ten years since the second edition appeared. The text has been completely re-written and re-structured, and it relates its concerns to contemporary debates over `disorganized capitalism' and post-industrialism. |
Dentro del libro
Resultados 1-5 de 60
Página ix
... financial enterprises ( 1929 and 1974 ) Ultimate strategic control in the top US non - financial enterprises ( 1900-1975 ) 58 60 3 Strategic control in the top 500 US industrial enterprises ( 1965 ) 61 4 Immediate strategic control in ...
... financial enterprises ( 1929 and 1974 ) Ultimate strategic control in the top US non - financial enterprises ( 1900-1975 ) 58 60 3 Strategic control in the top 500 US industrial enterprises ( 1965 ) 61 4 Immediate strategic control in ...
Página x
... non - financial enterprises ( 1976 ) 162 44 Strategic control in forty - one large Belgian non - financial enterprises ( 1972 ) 163 495 45 Strategic control in large Chilean enterprises ( 1964-1966 ) 170 46 Strategic control in the 200 ...
... non - financial enterprises ( 1976 ) 162 44 Strategic control in forty - one large Belgian non - financial enterprises ( 1972 ) 163 495 45 Strategic control in large Chilean enterprises ( 1964-1966 ) 170 46 Strategic control in the 200 ...
Página xi
... non - financial enterprises ( 1950–1970 ) Ownership status of foreign subsidiaries in industrial economies 223 228 58 ( 1970 ) 230 59 US direct foreign investment ( 1929–1968 ) 244 60 Strategic control in the world's 487 largest non ...
... non - financial enterprises ( 1950–1970 ) Ownership status of foreign subsidiaries in industrial economies 223 228 58 ( 1970 ) 230 59 US direct foreign investment ( 1929–1968 ) 244 60 Strategic control in the world's 487 largest non ...
Página 6
... financial probity of the enterprise , but it has no managerial ... financial moni- tors were introduced as a system of corporate regulation in the 1960s and ... non - executive directors or true ' outside ' directors , and many of the ...
... financial probity of the enterprise , but it has no managerial ... financial moni- tors were introduced as a system of corporate regulation in the 1960s and ... non - executive directors or true ' outside ' directors , and many of the ...
Página 8
... non- executive directorships in two companies — and these are by far the most common type of interlocking ... financial rights , but they may also have powers that go beyond their formal legal rights . Voting power , for example ...
... non- executive directorships in two companies — and these are by far the most common type of interlocking ... financial rights , but they may also have powers that go beyond their formal legal rights . Voting power , for example ...
Contenido
15 | |
21 | |
29 | |
STRUCTURES OF CORPORATE CONTROL | 35 |
CORPORATE CONSTELLATIONS IN | 56 |
STRUCTURES OF FINANCE CAPITAL | 107 |
The City and Corporate Power in Britain | 115 |
103 | 130 |
The Japanese Pattern | 181 |
The Chinese Pattern | 196 |
MANAGERS NETWORKS AND HIERARCHIES | 204 |
DISORGANIZATION DISARTICULATION | 237 |
Concentration and Economic Disorganization | 255 |
State Intervention and Deregulation | 262 |
THE CORPORATION AND CAPITALIST CLASSES | 274 |
Bibliography | 314 |
VARIANT PATTERNS OF CAPITALIST | 141 |
The Latin Pattern | 155 |
The PostCommunist Pattern | 170 |
Index | 367 |
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Términos y frases comunes
activities Anglo-American economies argued assets autonomy banks become Belgium Berle and Means Britain capitalist class cent central chaebol class situations commercial company law concentration constellation of interests corporate behaviour corporate sets corporate strategy corporate webs Corporatism corporatist dominant executives family control finance capital finance capitalists financial institutions foreign German groups growth held holders holding companies impersonal possession important income increase insurance companies intercorporate network interlocking directorships internal investment investment banks involved Japan Japanese joint stock company large enterprises large number London long-term majority management control managerial managerialist Marxist minority control Mode of control multiple directors national economies nomenklatura nomic non-financial enterprises operations owner ownership and control pattern prises production profitability relations rentier role Scott Second World War sector shareholders shares shows social class society Strategic control structure subsidiaries Sweezy Table theory tion United world-economy zaibatsu Zeitlin
Pasajes populares
Página 36 - Strategy can be defined as the determination of the basic long-term goals and objectives of an enterprise, and the adoption of courses of action and the allocation of resources necessary for carrying out these goals.
Página 22 - Stock companies in general — developed with the credit system — have an increasing tendency to separate this work of management as a function 1 Capital, III, pp.
Página 25 - As banking develops and becomes concentrated in a small number of establishments, the banks grow from modest middlemen into powerful monopolies having at their command almost the whole of the money capital of all the capitalists and small businessmen and also the larger part of the means of production and sources of raw materials in any one country and in a number of countries.
Página 31 - The separation of ownership from control produces a condition where the interests of owner and of ultimate manager may, and often do, diverge, and where many of the checks which formerly operated to limit the use of power disappear.
Página 33 - In many sectors of the economy the visible hand of management replaced what Adam Smith referred to as the invisible hand of market forces.
Página 48 - In its purest form, the first is based upon influence derived exclusively from the possession of goods or marketable skills guaranteed in some way and acting upon the conduct of those dominated, who remain, however, formally free and are motivated simply by the pursuit of their own interests.
Página 265 - The socialization of costs and the private appropriation of profits creates a fiscal crisis, or 'structural gap', between state expenditures and state revenues. The result is a tendency for state expenditures to increase more rapidly than the means of financing them.
Página 30 - ... language, from the legal right to enjoy its fruits. Control of physical assets has passed from the individual owner to those who direct the quasi-public institutions, while the owner retains an interest in their product and increase. We see, in fact, the surrender and regrouping of the incidence of ownership, which formerly bracketed full power of manual disposition with complete right to enjoy the use, the fruits, and the proceeds of physical assets.
Página 23 - Without any change in the norm, . . . ade facto right is added to the personal absolute domination over a corporeal thing. This right is not based upon a special legal provision. It is the power of control, the power to issue commands and to enforce them.